Department of Business Administration Education

CBM 121 – Course Syllabus

COURSE INFORMATION
1. Course Number : CBM 121
2. Course Name : Strategic Management
3. Course Description : This course aims to provide the students with core concepts, framework, and analysis techniques in strategy that
will not only discuss the functional responsibilities of the business managers but also know how to make better
strategic decisions. This will also look unto at the whole process of strategic decision-making from vision,
innovating and allocating resources, to its implementation leading people through changes in the business.

4. Pre-requisite : BAHR 211

5. Co-requisite : None
6. Credit : 3.0 units Lecture
7. Class/Lab Schedule : 6 hours per week (1 term)

PROGRAM EDUCATIONAL OBJECTIVES (PEO) OF BSBA MAJOR IN HUMAN RESOURCE MANAGEMENT:

Three to five years after graduation, the BSBA – Human Resource Management graduates are expected to:
1. Assume supervisory and/or managerial responsibilities within their organization.;
2. Pursue graduate studies in business and management.; and
3. Manage a business.

ALIGNMENT OF GRADUATE ATTRIBUTES (GAS) AND PEOS TO SOs

SO A B C D E F G H I J K L M N O P Q R S T
Galing         
Graduate Gawa            
Attributes Gawi         
Gana     
Program PEO1                  
Educational               
PEO2   
Objectives
  
PEO3     

COURSE OUTCOMES (CO) OF CBM 121 AND THEIR LINKS TO SO:

Upon completion of the course, Human Resource Management students of the SO
BSBA program are expected to: a b c d e f g h i j
Discuss terms, concepts and models of strategic management used by
CO 1 I E E E E
business establishments.

Upon completion of the course, Human Resource Management students of the SO

BSBA program are expected to: k l m n o p q r s t
Discuss terms, concepts and models of strategic management used by
CO 1 E E E E I
business establishments.

Legend:
I = Upon attainment of this CO, students will have been introduced to the SO.
E = Upon attainment of this CO, students will have enabled themselves to attain the SO.
D = Upon attainment of this CO, students will have demonstrated partly or fully the SO.

CBM 121 : Strategic Management Date Prepared: Revision No. 06 Effectivity: August 2024 Page 1 of 6
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 Department of Business Administration Education
CBM 121 – Course Syllabus

University Vision, Mission, Philosophy, Graduate Attributes,

Values, and Competencies Program
Program Educational
Educational Objectives
Objectives (PEO)

1. Assume supervisory and/or

Vision: The University of Mindanao envisions to be a leading
managerial responsibilities
globally engaged university creating sustainable impact in society.
within their organization.;
Mission: The University of Mindanao seeks to provide a dynamic 2. Pursue graduate studies in
learning environment through the highest standard of instruction, business and management.;
research, extension, and production in a private non-sectarian and
institution committed to democratizing access to education. 3. Manage a business
Educational Philosophy: Transformative education through
polishing diamonds in the rough.

Values: Excellence, Honesty and Integrity, Innovation, and

Teamwork.

Graduate Attributes: Galing, Gawa, Gawi, at Gana

Core Competency: Quality, affordable and open education

Student Outcomes
Student Outcomes (SO)

SOa. Articulate and discuss the latest developments in the specific field of practice.
SOb. Effectively communicate orally and in writing using both English and Filipino.
SOc. Work effectively and independently in multi-disciplinary and multi- cultural teams.
SOd. Act in recognition of professional, social, and ethical responsibility.
SOe. Preserve and promote "Filipino historical and cultural heritage."
SOf. Perform the basic functions of management such as planning, organizing, staffing, Course Outcome
Course Outcome (CO)
directing and controlling.
1. Discuss terms, concepts and
SOg. Apply the basic concepts that underlie each of the functional areas of business
models of strategic
(marketing, finance, human resource management, production and operations
management) and employ these concepts in various business situations.
management used by business
establishments.
SOh. Select the proper decision making tools to critically, analytically and creatively
solve problems and drive results.
SOi. Express oneself clearly and communicate effectively with other stockholders both
oral and written forms
SOj. Apply information and communication technology (ICT) skills as required by the
business environment.
SOk. Work effectively with other stakeholders and manage conflict in the workplace.
SOl. Plan and implement business related activities
SOm. Demonstrate corporate citizenship and social responsibility
SOn. Exercise high personal moral and ethical standards
SOo. Prepare operational plans
SOp. Innovate business ideas based on emerging industry
SOq. Analyze the business environment for strategic direction
SOr. Manage a strategic business unit for economic sustainability
SOs. Conduct business research
SOt. To participate in various types of employment, development activities and public
discourses particularly in response to the needs of the communities’ one serves.

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 Department of Business Administration Education
CBM 121 – Course Syllabus

CO AND ASSESSMENT TASK ALIGNMENT

CO Assessment Task Assessment Coverage

Theory-based Practice-based Schedule
First Exam Lesson 1-3
Discuss terms, concept and models
1 Multiple Choice Second Exam Lesson 4-6
of strategic management used by -
Questions Third Exam Lesson 7-8
business establishments.
Final Exam Lesson 1-10

ASSESSMENT TASK DETAILS (THEORY-BASED)

Assessment Coverage Assessment Details

Schedule Task
First Exam Lesson 1-3 Multiple Choice You are expected to demonstrate deep knowledge on the need for
Questions strategic management as well the various strategic types and the overall
(100% of the strategic planning process. Further you shall have a thorough
exam) understanding of the theories of strategic management and its linkage to
the business strategy.

Integration:
 SDG – Quality Education, Industry, Innovation, and
Infrastructure, Decent Work and Economic Growth and
Partnerships to achieve the Goal
 21st Century Skills (GA) – Critical thinking, Information Literacy,
Technology Literacy and Media Literacy
Second Exam Lesson 4-6 Multiple Choice You are expected to demonstrate deep knowledge of environmental
Questions influences on Business Strategies techniques. This includes topics such
(100% of the as environmental scanning challenges, sources and methods,
exam) environmental factors and business strategies. Assess the internal
environment and its variables. Discuss the components of Business
strategies and the interrelationship of the different competitive strategies.
Integration:
 SDG – Quality Education, Industry, Innovation, and
Infrastructure, Decent Work and Economic Growth and
Partnerships to achieve the Goal
 21st Century Skills (GA) – Critical thinking, Information Literacy,
Technology Literacy and Media Literacy
Third Exam Lesson 7-8 Multiple Choice You are expected to have a deep knowledge on determining corporate
Questions strategies, organizational systems and strategic asset management. This
(100% of the includes topics such as growth strategies of corporations, Organizational
exam) structure and components, strategic assets such as intellectual property,
human resource, marketing and infrastructure.
Integration:
 SDG – Quality Education, Industry, Innovation, and
Infrastructure, Decent Work and Economic Growth and
Partnerships to achieve the Goal
 21st Century Skills (GA) – Critical thinking, Information Literacy,
Technology Literacy and Media Literacy
Final Exam Lesson 1-10 Multiple Choice This assessment task is designed for you to have a comprehensive
Questions understanding of the principles, theories, key concepts, methods,
(100% of the techniques, processes, and strategies to effectively match corporate
exam) strategies with specific HR practices.
Integration:
 SDG – Quality Education, Industry, Innovation, and
Infrastructure, Decent Work and Economic Growth and
Partnerships to achieve the Goal
 21st Century Skills (GA) – Critical thinking, Information Literacy,
Technology Literacy and Media Literacy

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 Department of Business Administration Education
CBM 121 – Course Syllabus
COURSE OUTLINE AND TIME FRAME

TIME
TOPICS FOR FIRST EXAMINATION TLA RESOURCES
FRAME
⮚ Orientation on Classroom and University Synchronous Hanson,D., Backhouse,K. ,
Week 1 to Policies as well as Grading System ⮚ Lecture/Discussion Leaney,D., et al. ( 2022). Strategic
Week 3 ⮚ Oral Sharing on Management: Competitiveness
⮚ Discussion of PEO, SO, and CO related topic and Globalisation. 7th ed.
⮚ Lesson 1: What is Strategy and why is it ⮚ Oral Recitation Cengage Learning Australia.
Important ⮚ Class Reporting with
● Basic Concept of Strategy Research article 3G E-Learning (2023). Strategic
● What is a Strategy reading/discourse Management: World Edition.2nd
● What Strategy is Not Edition. 3G E-Learning.
● What can Strategy Achieve Asynchronous
● Strategy vs. Objective ⮚ Audio Visual
● Strategy vs. Objective: Key Differences Presentation via LMS
● Illustration of how Strategy Relates to ⮚ Quizzes via LMS
Objective
⮚ Lesson 2: Strategic Management: An
Overview
● Strategic Management
● Basic Strategic Management Concepts
● Balanced Scorecard in Strategic
Management
● The four Perspectives and Performance
Measures
● Basic Principles that can Help
⮚ Lesson 3: The Strategic Management
Process
● The Strategic Management Process
● Vision, Mission, Values
● Mission Statements
● Steps in the Strategic Management
Process
● Analysis, Formulation, and Implementation
● Basic Strategic Management Process
illustrated
● How is Strategy “Made”
● How to put Strategy into Action
TIME
TOPICS FOR SECOND EXAMINATION TLA RESOURCES
FRAME
Week 4 ⮚ Lesson 4: Strategic Analysis - External Synchronous Hanson,D., Backhouse,K. ,
to Analysis: Industry Structure, Competitive ⮚ Lecture/Discussion Leaney,D., et al. ( 2022). Strategic
Week 5 Forces ⮚ Oral Sharing on Management: Competitiveness
● External Analysis: Industry Structure related topic and Globalisation. 7th ed.
● Understanding differences in Industry ⮚ Oral Recitation Cengage Learning Australia.
Performance: The Structure-Conduct- ⮚ Class Reporting with
Performance Model Research article 3G E-Learning (2023). Strategic
● Competitive Forces and Firms’ Strategy reading/discourse Management: World Edition.2nd
● Industry Dynamics and Changes over time Edition. 3G E-Learning.
● Measuring Competitive Advantage Asynchronous
⮚ Audio Visual
⮚ Lesson 5: Strategic Analysis – Internal Presentation via LMS
Analysis: Resources, Capabilities, ⮚ Quizzes via LMS
Competitive Advantage, and Firm ⮚ SWOT Analysis
Performance
● Internal Analysis: Looking Inside the firm
for core competencies
● Assessment of the Firm’s Resources
● The Value Chain and activity system
● Assessment of Competition and the Firm’s
Competitiveness

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 Department of Business Administration Education
CBM 121 – Course Syllabus

⮚ Lesson 6: Strategic Planning

● What is Strategic Planning
● Benefits of Strategic Planning
● Getting Started with the Strategic Planning
● Getting the Planning Document Right
● Strategic Planning Process
● What is Strategy Map
● What a written Strategic Plan should
Include
TIME
TOPICS FOR THIRD EXAMINATION TLA RESOURCES
FRAME
Week 6 ⮚ Lesson 7: Business Strategy Formulation Synchronous Hanson,D., Backhouse,K. ,
to and Business Analytics for Strategic ⮚ Lecture/Discussion Leaney,D., et al. (2022). Strategic
Week 7 Decision ⮚ Oral Sharing on Management: Competitiveness
● Four Levels of Strategy-Making and the related topic and Globalisation. 7th ed.
Types of Strategic Alternatives ⮚ Oral Recitation Cengage Learning Australia.
● Forces that shape Business Strategy ⮚ Class Reporting with
● Essence of Successful Strategy and Research article 3G E-Learning (2023). Strategic
Thinking Strategically reading/discourse Management: World Edition.2nd
● The essence of successful Strategies Edition. 3G E-Learning.
● Thinking Strategically Asynchronous
● Business Strategies for Growth ⮚ Audio Visual
● The perils of growth Presentation via LMS
● Current Issues and Concerns affecting ⮚ Quizzes via LMS
Business Strategy
● Key Question relative to the assessment of
the Firm’s Strategy for growth

⮚ Lesson 8: Strategy Implementation –

Implementing Business Strategy
● How to organize for competitive Advantage
● The Key elements of Organizational
Structure
● Mechanistic vs. Organic Organizations
● The building blocks for Organizational
Structure
● Matching Strategy and Structure
● Organizational Implementation Process
● Using Organizational Structure with
various Business Strategies
● Pointers in Leading Change
● Techniques in addressing Organizational
Change
● Key Question to assess success in
implementing Organizational Change
TIME
TOPICS REMAINING TLA RESOURCES
FRAME
Week 8 ⮚ Lesson 9: Strategic Innovation and Synchronous Hanson,D., Backhouse,K. ,
to Entrepreneurship ⮚ Lecture/Discussion Leaney,D., et al. ( 2022). Strategic
Week 9 ● Understanding Innovation ⮚ Oral Sharing on Management: Competitiveness
● Key Questions to assess Effectiveness of related topic and Globalisation. 7th ed.
Innovation Strategy ⮚ Oral Recitation Cengage Learning Australia.
● Innovation and the Industry Life Cycle ⮚ Class Reporting with
● Strategic Entrepreneurship Research article 3G E-Learning (2023). Strategic
● Type of Innovation reading/discourse Management: World Edition.2nd
● Discontinuities: Periods of Paradigm of Edition. 3G E-Learning.
Change Discontinuities Asynchronous
● ⮚ Audio Visual
⮚ Lesson 10: Strategic Leadership Presentation via LMS
● Strategic Leadership ⮚ Quizzes via LMS
● How do you become an Effective and
Ethical Strategic Leader
● Level-5 Leadership Pyramid

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 Department of Business Administration Education
CBM 121 – Course Syllabus

● Leadership Lessons in an Era of Volatility

and Change
● Key Questions to assess Leadership
Capability by an Individual
● Timeless Lessons for the Next Generation
Business Strategists

TEXTBOOK

1. Cabrera, M. E.B, Cabrera, G. A. B, Cabrera, B. A. B. (2022). Strategic Management: Concepts and Applications. GIC
Enterprises & Co., Inc.

REFERENCES

1. 3G E-Learning (2023). Strategic Management: World Edition.2nd Edition. 3G E-Learning.

2. Hanson,D., Backhouse,K. , Leaney,D., et al. ( 2022). Strategic Management: Competitiveness and Globalisation. 7th ed.
Cengage Learning Australia.

ASSESSMENT AND FEEDBACK PLAN

Course Outcomes/Weight Feedback Method

Assessment Task
1
Quizzes/Assignment/Participation ✓ (10%) LMS
Class Reporting ✓ (20%) In-Person
MCQ 30% (Exam 1,2,3) In-person
Comprehensive Exam 40% (Exam 4) In-person
*Base-15 grading system

POLICIES AND GUIDELINES

1. Cheating, plagiarism, and all forms of academic dishonesty are expressly forbidden in this course, and by the
university’s Policy on Academic Integrity. Examples of such violations include but not limited to:

a. collusion, purchasing, or commissioning an assessment task/research paper;

b. copying verbatim from a research article/book/journal/etc.;
c. copying verbatim from generative AI, such as ChatGPT;
d. falsifying or inventing any information, data or citation; and
e. false representation.
2. Base-15 grading policy should be observed. Students who obtained failing scores in major examinations are
recommended to attend tutorial classes or any intervention program; and
3. For other policies and guidelines, refer to Student Handbook.

Prepared by: Reviewed by:

RAIZA MAE C. NARCISO, PhD, CHRA RAIZA MAE C. NARCISO, PhD, CHRA
Faculty Member Program Head - HR

References Reviewed by: Recommending approval:

CLARISSA R. DONAYRE, MSLS GINA FE G. ISRAEL, EdD

Chief, Learning and Information Center

Approved by:

PEDRITO M. CASTILLO, EdD

AVP, Learning Innovation and Design

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June 2024